Self–Coaching Leadership – Simple Steps from Manager to Leader

<p>List of illustrations xi</p>
<p>About the author xiii</p>
<p>Preface xvii</p>
<p>Acknowledgments xxiii</p>
<p>PART ONE LEADERSHIP OF SELF 1</p>
<p>1 Time 3</p>
<p>Lock–in syndrome 5</p>
<p>Fire–fighting 7</p>
<p>Busy heads 12</p>
<p>The step back 12</p>
<p>Busy bodies 13</p>
<p>Silent time for reflection 20</p>
<p>2 Life balance 27</p>
<p>Where there is a will, there is a way 28</p>
<p>Honoring jobs done 34</p>
<p>3 Personal goals 37</p>
<p>The pre–goal method 37</p>
<p>The Stretch Zone 42</p>
<p>4 Wheel of work 47</p>
<p>Segments of the wheel 47</p>
<p>5 Solution thinking 55</p>
<p>Deep Thought solutions 57</p>
<p>Flexible thinking and the multiple intelligences 59</p>
<p>6 Applying personal changes 63</p>
<p>Reducing work time 64</p>
<p>PART TWO INFLUENCE: LEADERSHIP OF OTHERS 67</p>
<p>7 Widening and narrowing attention 69</p>
<p>Further questions 69</p>
<p>Changes: Overt motives made clear 73</p>
<p>8 Rapport skills and building trust 75</p>
<p>Rapport skills 76</p>
<p>Beginnings, middles and ends 77</p>
<p>Honoring and celebration 82</p>
<p>Mindsets for rapport and trust 84</p>
<p>Trust 86</p>
<p>9 Relationship building: putting it together 89</p>
<p>10 Leadership qualities 93</p>
<p>Traits, trust factors and people skills 93</p>
<p>Trust factors 94</p>
<p>Trait: Clear communicator 96</p>
<p>Trait: Straight–talker 100</p>
<p>Trait: Flexibile 101</p>
<p>Trait: Reliable and consistent (TF) 104</p>
<p>Trait: Accepts responsibility (TF) 106</p>
<p>Trait: Discrete (TF) 108</p>
<p>Trait: Credible 108</p>
<p>People skill: Listens intently 119</p>
<p>People skill: Understands others 136</p>
<p>People skill: Supportive (TF) 137</p>
<p>People skill: Interested in me (TF) 139</p>
<p>11 Other influencing skills of the leader 141</p>
<p>Accommodation, compromise and collaboration 142</p>
<p>12 Mindsets for leaders 153</p>
<p>13 Motivation 155</p>
<p>Motivation: Under– and over–managing 156</p>
<p>Motivation: Mentoring and coaching 160</p>
<p>The 1–2–1 meetings 179</p>
<p>Facilitating all 1–2–1s 180</p>
<p>New staff 1–2–1 192</p>
<p>Understanding stress 195</p>
<p>Probing the Wheel of Work 197</p>
<p>14 My Own 1–2–1 209</p>
<p>15 Influencing peers and bosses 213</p>
<p>16 Strategic influence 217</p>
<p>What I need to communicate 217</p>
<p>The strategy for action 222</p>
<p>17 Managing meetings 223</p>
<p>Agenda frames for behaviors and outcomes 223</p>
<p>Meetings: Factoring for success 226</p>
<p>18 Developing Talent 233</p>
<p>Organizational character overview 234</p>
<p>PART THREE SELF–LEARNING FOR LEADERS 237</p>
<p>19 The Real Thing at work 241</p>
<p>Being and doing 244</p>
<p>Recalibrating authenticity for work 248</p>
<p>Maintaining progress 254</p>
<p>20 Self–awareness for leaders 255</p>
<p>Feedback for leaders 256</p>
<p>21 Emotional Intelligence 263</p>
<p>Working to improve EI 266</p>
<p>Epilogue 275</p>
<p>References 277</p>
<p>Index 279</p>